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transcript
Major IT TransformationInfrastructure Management
30 August 2016By: Thomas Kibui
Agenda
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• Business Challenges
• SITA Infrastructure Management
Evolution to SIAM
• Engagement Model
• Key Benefits
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Business ChallengesAirlines and Airports
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Costs reductionReducing true cost of delivering ICT services to its users without impacting customer satisfaction or agility
Airline modernizationTransforming business processes and modernizing infrastructure to sustain business and survive; driven by competition, customer demand, cost pressure, inflexible practices or outdated systems
Connected passenger experienceDelivering best-in-class passenger experience cost -effectively to meet passenger demand for control of travel experience via online and mobile channels
Routes expansionSurmounting challenges associated with adding new destinations; expanding existing destinations with time pressure and lack of knowledge of new environment
New generation aircraftsIntroducing new generation aircraft increases expectations for airlines to generate efficiencies, as well as differentiate with enhanced passenger value; forces airlines to reconsider approach to aircraft/flight/cabin/ passenger operations
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Airlines strategic business initiatives
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Improve operational efficiencyAnticipate and manage disruptions and
Optimize resources through collaboration
Grow non-aeronautical revenueIncrease passenger dwell time and commercial revenues
Increase customer satisfactionCreate an Ideal Passenger Experience
Boost Tenant and Airline effectivenessProvide a shared platform to facilitate operations
Manage growth with existing infrastructure
Become more tenant friendly
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Airport strategic business initiatives
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MANY CONFLICTING DEMANDS ON ITBUDGET, BUSINESS, AND PRODUCTIVITY
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Business End Users
Need Agility and Flexibility
IT Profs Need
Control
Changing
Market
Conditions
Emerging
Competitive
Threats
Mergers
and
Acquisitions
Diverse
User
Populations
Scarce
Staff
Tighter
Budgets
Aging
Hardware
Matrixed
Partners
Many
Configurations
PRESSURE TO OPTIMIZE & INNOVATEMANAGING MODERN IT COMPLEXITY WHILE DELIVERING GREAT
SERVICE TO END USERS
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IT must
fill the
growing
gap
Value
Business Demand For Innovation(Through IT Services)
IT Capacity
for Innovation
Complexity
slows
productivity
IT
Service
Supply
Demand for
shorter cycle
times
Consumerisation
of IT
There’s a growing gap between the demands placed on IT
and IT’s ability to deliver
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SITA’s Infrastructure
Management Evolution
to SIAM
Evolution of sourcing model for IT
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• Out-task delivery components to multiple organizations, and also out-task the management function using the SIAM model.
SIAM
• Out-task delivery components to multiple organizations, managing each contract and supplier yourself in a “retained organization”
Multi-source
• Outsource everything (in scope) to an IT services organization who may deliver all services themselves or act as a prime contractor
Outsource
• Do it yourself
• Buying in external services as neededIn-source
Target model
Expensive
Loosing control
Complex
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SIAM, a de-facto industry standard
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“Service integration and
management (SIAM) is a
framework for managing multiple
suppliers of IT services and
integrating them to provide a single
business-facing IT organization.”
Definition from Wikipedia
• Service catalogue
• E2E Performance Monitoring
• OLA management
• Provider relationship coordination
• Interprovider management
• Service Delivery Coordination
Businesses
Suppliers
Dem
and S
upply
Service Integration
& Management (SIAM)
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business services
(internal customers)
Multiple Services Suppliers
Airlines IT
Passengers
WAN
DC/CloudValue-added network
services
EUCApplications
SITA’s 3-step approach (Airlines)
Let’s take an
example
An airline IT
managing Multiple
Service Providers
with
SITA providing a
part of the network
services
SITA
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business services
(internal customers)
Multiple Services Suppliers
Airlines retained IT
Passengers
WAN
DC/CloudValue-added network
services
EUCApplications
SITA’s 3-step approach (Airlines)
Step 1
TAKE-OVER the
INFRASTRUCTURE
“AS IS” and MANAGE
SITA
SITA
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WANSITA
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business services
(internal customers)
Multiple Services Suppliers
Airlines retained IT
Passengers
WAN
DC/CloudValue-added network
services
EUCApplications
SITA’s 3-step approach (Airlines)
Step 2
IMPROVE
SITA
SITA
• Service catalog
• E2E Performance
Monitoring
• OLA management
• Provider relationship
coordination
• Interprovider management
• Service Delivery
Coordination
• Remote management
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business services
(internal customers)
Multiple Services Suppliers
Airlines retained IT
Passengers
WAN
DC/CloudValue-added network
services
EUCApplications
SITA’s 3-step approach (Airlines)
Step 3
TRANSFORM
SITA
SITA
• SITA network
• SITA VACS (LAN, voice,
etc ..)
• SITA EUC
• SITA Cloud
• SITA applicationsSITA
SITASITA
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For the Airports
AirportNetwork
Infrastructure
AirportNetwork
Management
AirportNetwork
Commercialization
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create and manage
the Network & IT
services catalogue,
sell & deliver
services
operate and manage
the Network and IT
infrastructure as per
the ITIL framework
design, install, manage
the integration,
configure the network
and provide the
equipments
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Engagement Model
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Joint Opportunity Assessment – a stepping-stone in the journey
Get visibility on Airline communications infrastructure
Baseline TCO
Inventory current infrastructure
Detail vendors contractual agreements
Analyse operational model
Receive recommendations for improvement
Cost reduction
Optimisation – Quick-Wins
Transformation
Areas covered
Operational model
Sourcing strategy
LAN
Voice
EUC
Network
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SIAM Readiness
Cloud
(DaaS, IaaS)
Voice
(VCO)
Networks
(APM/ inSITE)
EUC
(EUC Audit)
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AIRPORT INFRASTRUCTURE MANAGEMENTEngaging with airports at all phases of a project
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MSI project
Single Project
Systems Integration
Services management
Complex dealOutsourcing / JV
Commercialization
AirportHub / AirportHub Wireless
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Key Benefits
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For the Airline
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FEATURE / FUNCTION
• Transition “as-is” of the infrastructure
• End to End Management and Reporting
• Customized service catalog and simplified pricing
• 3rd Party Vendor Management
• Customer portal
KEY BENEFITS
• Reduced Costs
• Simplified Operations
• Facilitated access to Innovation
Control and reduce costs, simplify operations, and focus
critical resources on strategic initiatives
Insert diagram / graphic or picture here
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CUSTOMER SERVICE OVERVIEW CATEGORY
Virgin Atlantic Infrastructure Management contract with integrating all communications
services.
Scope: international and domestic WAN; the LAN; voice services; Internet
access and all network peripheral services
All services are delivered via SITA acting as a Single Point of Contact.
Airline Infrastructure
Management
(Communications
Services)
Scandinavian Airlines SITA has permitted SAS to save $3.6m in voice services. The solution
proposed to SAS includes the take-over of SAS existing voice
infrastructure followed by a transformation to a full IPT voice network.
Airline Infrastructure
Management
(voice)
Finnair SITA has signed a contract for a Remote Office solution under the
Infrastructure Guardian model. The solution includes WAN/ desktop/ LAN/
voice and is delivered via an itemized service catalog.
Airline Infrastructure
Management
(Remote Office)
Hapag-Lloyd SITA will manage the provisioning of voice services throughout the
organization : 6000 extensions located in a total of 138 sites, where all
assets from Hapag-Lloyd are transferred to SITA and then transformed to
a full IPT voice solution.
Airline Infrastructure
Management
(voice)
Air India In 2010, Air India contracted SITA for the management of their
infrastructure at all of their outstations (domestic and international). The
contract aims at providing an end to end solution to from the desktop to
the reservation platform.
The solution includes the provisioning of the network - domestic and
international, as well as managed LAN and desktops.
The pricing scheme bundles all the services included in the solution and is
proposed under a per passenger-boarded model.
Airline Infrastructure
Management
Airline Infrastructure Management Key benefits and case studies
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For the Airport
• Consolidated mission critical platform
supporting the airport transformation
• Control and visibility of network and
total communications infrastructure
• Higher integration with all IT systems,
supporting collaboration
• Improved availability and
service management
• New revenue streams
• Reduced network and IT
operational costs
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“Because our focus is on running airports,
it makes sense for specialist IT functions
to be outsourced, which is also much
more cost effective.”
Philip Langsdale,
Chief Information Officer,
Heathrow Airport Holdings
Limited
CREATING SUCCESS WITH...
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Q&A
Thank you
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